Mobey's Final Report v2d

8/8/2019 Mobey's Final Report v2d

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Mobeys

Recruitment & RetentionStrategy

Mobeys hasbeenexperiencing a high turnoveroftheirstaffand a lowretentionrate. Thisdocument hasbeencompiledin

order to assist in thedevelopment ofa recruitment & retentionstrategy.

Quest Consulting Services

8/14/2007


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Contents

Company History & Vision........................................................................................................ 3

Company History ..........................................................................................................................................................................4

Company Vision .............................................................................................................................................................................5

Organizational Chart .................................................................................................................. 6

Mobeys Organizational Chart ................................................................................................................................................7

Business Conduct, Harassment & Discrimination Policy............................................................ 8

Business Conduct ..........................................................................................................................................................................9

Harassment & Discrimination Policy .............................................................................................................................. 10

Issues, Assumptions & Recommendations................................................................................ 14

Organizational Issues .............................................................................................................................................................. 15

Assumptions ................................................................................................................................................................................. 16

Recommendations..................................................................................................................................................................... 17

Job Descriptions.......................................................................................................................20

Cashier ............................................................................................................................................................................................. 21

Sales Associate ............................................................................................................................................................................ 21

Department Supervisor .......................................................................................................................................................... 22

Pharmacist..................................................................................................................................................................................... 22

StoreManager ............................................................................................................................................................................. 23

AssistantManager ..................................................................................................................................................................... 24

StructuredInterview Process, Reference Checklist & Managers Hiring Checklist.....................25

Structured Interview Guide .................................................................................................................................................. 26

Interview Summary .................................................................................................................................................................. 37

Telephone Reference Check................................................................................................................................................. 39

Planning For New Hire Managers Checklist ............................................................................................................. 40

Orientation Manager Checklist ....................................................................................................................................... 41

Benefits.................................................................................................................................... 44

Your benefits at a glance ........................................................................................................................................................ 45

Covered Expenses...................................................................................................................................................................... 45

Full-Time Hourly Employees .......................................................................................................... 45

Paramedical Practitioners ..................................................................................................................................................... 47

Dental ............................................................................................................................................................................................... 47

Dental Fee Guide ........................................................................................................................................................................ 47

Part-time Associate ....................................................................................................................... 47

Structured PayScale................................................................................................................. 49

Pay Scale for Regular Hourly Associates ....................................................................................................................... 50


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Company History & Vision

MMoobbeeyyssgivesyou more

Quest ConsultingServices

because anythingispossible


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Company History

With more than 1,300storesin 10provinces and thousandsofwholesalecustomers, Mobeysis aleadingnational groceryretailerandfooddistributorin Canada.

Inbusinesssince 1905, Mobeysis headquarteredinMilton, Ontario and hasoperations across the

country.

AsMobeyscontinues togrow andexpand, one thingdoesnt change - our time-tested approach tocreatingvalueforourcustomers andshareholders.Oursuccess liesin 100yearsofsuperior

customerservice, excellent product variety andcompetitiveoperations.

ThesebasicconceptsbeganwhenJackF Mobey and hisfatheropened thefirst Mobeysstore andare threaded through every aspect ofMobeysbusinesses today. From thestorefront todistribution

centres to the headoffice, theyfilterthrough every level ofthecompany aswestrive toofferourwidecustomerbase a rewardingshoppingexperience.

At Mobeys, ourefforts tobuildsustainablegrowth dependon meeting theneedsofa widergroup

ofconstituents, starting, first andforemost, with ourcustomers.

Ourvisionis to makeMobeys the most worthwhileshoppingexperiencein the marketplacebyaccuratelyidentifyingcustomers'preferences andefficiently meeting theirneeds.It takesskilledanddedicatedpeople todo that, and thekindofmotivation that onlycomesby makingMobeys acompanyworthyoftheircommitment.

We alsoworkopenly andcollaborativelywith oursuppliers toimproveourofferings, lowercostsandcreate a workingrelationship that isworthyoftheirverybest resources. Andfinally, creatingsustainablegrowth dependsonclearandconsistent communicationwith each ofourstakeholdergroups.

We are a diversifiedfooddistributorcommitted togrowth in all ourmarket segmentsby

consistentlyexceedingourcustomersexpectations through thestrength ofourdedicated

employees.


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Company Vision

The strength of any organization is the people involved."JamesMobey

Mobeys Ltd.isoneofthe most excitingcompaniesever tooriginateout ofOntario Canada. As a leading

fooddistributorin Canada, thecompany's many accomplishments aredue to thedetermination andefforts

ofmore than 75,000employees across Canada and a constant focusonourvaluedcustomers.

Mobeysofferscareeropportunitiesin a varietyoflocationsrequiring a widerangeofskills andknowledge.Ouroperationsextend across thecountry andincluderetail stores, distributioncentres aswellasregional offices.Mobeys Ltd.consistsofseveral operatinggroups all ofwhich share a high level of

commitment tocustomersatisfaction as thebasisfortheircontinuinggrowth. Each groupruns anautonomousorganizationwith itsowngoals, management andsupport systems.

Mobeys Ltd. understands theimportanceofemployee training andrecognitionprograms. Training and

development programs areoffered at all levelsoftheorganization.Mobeysstrongbeliefand long-standingpracticeoftraining andpromotingemployeesfrom within allows thecompany to havequalified

employees available at all timesforpromotionintopositionsofgreaterresponsibility.


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Organizational Chart





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Mobeys Organizational Chart


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Business Conduct, Harassment &

Discrimination Policy





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Business Conduct

Wheneverpeoplegather together to achievegoals, some rulesofconduct areneeded to helpeveryonework togetherefficiently, effectively, and harmoniously. By acceptingemployment with us, you have a

responsibility to Mobeys and to your fellow employees to adhere to certain rules ofbehaviour andconduct. Thepurpose of these rules is not to restrict your rights, but rather tobe certain that youunderstandwhat conduct isexpected andnecessary. Wheneach personis aware that heorshecanfullydepend uponfellowworkers tofollow therulesofconduct, thenourCompanywill be a betterplace to

workforeveryone.

Generallyspeaking, weexpect each person to act in a mature andresponsibleway at all times. However,to avoid anypossibleconfusion, someexamplesofobvious unacceptableconduct arenotedbelow. Ifyouhave anyquestionsconcerning anyworkrule, oranyof the unacceptable activities listed, pleaseseeyourManagerforanexplanation.

Of course, it wouldbe impossible to list rules to cover every situation. Generally speaking, Mobeys

expectsitsemployees to usecommonsense andgood judgment. As a ruleofthumb, anyconduct which

isdishonest, illegal orunauthorizedwill not be tolerated and maybegroundsfordisciplinary action up toan including immediate discharge for cause. Any violation of the activities listedbelow may result invariousformsofdisciplinary action, includingbut not limited to anoral orwrittenwarning, suspension

without payorimmediatedischargeforcause, dependingon theseriousnessof theoffence. This list isnot designed tobe all-inclusive, but merely samples of inappropriate and unacceptable conduct in theworkplace.

Someexamplesofunacceptableconduct are:

y Anyconduct which couldinjureoradversely affect ourclientsofMobeysoperations,y Failureorrefusal tofollow a Manager'sinstructions,y Failure, refusal or inability to properly and competently perform assigned work despite the

Companysefforts to assist,

y Repeated unexcused absencesortardiness,y Unauthorized absencefrom workonone (1) ormoredays, i.e., nocall/noshow,y Breach ofemployee'sdutyofloyalty toMobeys, includingbut not limited to any actions that are

knownorought reasonablybeknown tobedetrimental toMobeysefforts tooperateprofitably,

y Negligenceor anycareless actionwhich endangers the lifeorsafetyof theemployeeor anotherperson

y Unauthorized use or disclosure of confidential information; giving confidential orproprietaryCompany information to competitors or other organizations or to unauthorized Companyemployees; working for a competing business while a Company employee; breach ofconfidentialityofpersonnel information,

y Maliciousgossip and/orspreadingrumours;engaginginbehaviourdesigned tocreatediscord andlackofharmony;interferingwith anotheremployeeon the job;wilfullyrestrictingworkoutput or

encouragingothers todo thesame,

y ViolationofanyofMobeyspoliciesorprocedures,y Misuse, destruction, damage or theft of Mobeys, a co-worker's, a client's or any other

individual'spropertywhetheron Companyorclient property,

y Unauthorizedpersonal useofMobeys, a co-worker'sora client'sproperty,y Solicitingoraccepting tipsorothergratuitiesfrom clients, vendors, suppliersorothers,y Falsificationor misuseof anyclient, employment, orother records including time records and

employment applications.


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Harassment & Discrimination Policy

Employees covered by this policy

All employees (includingregular, contact and temporarystatus)

Definition

Discrimination

It iscontrary to the Human Rights Codeofeachprovince todiscriminateinemployment on thefollowinggrounds:

y Race, ancestry, place of origin, colour, ethnic origin, citizenship, creed (religion), sex, sexualorientation, age, record of offenses, marital status, family status, receipt ofpublic assistance,mental orphysical handicap.

Harassment

Harassment, includingsexual harassment, is a form ofdiscrimination.i Harassment meansengaging in a

course of vexatious comment or conduct that is known or ought reasonably to be known to beunwelcome.

y Someexamplesofharassment include:

o Unwelcomeremarks, jokes, innuendo, tauntingorslurs about anotherindividualo Verbal abuseorthreatso Displaying or distributing by mail, fax, or email, sexually explicit, racist or other

offensiveorderogatoryemailo Leeringorotheroffensivegestureso Unnecessaryphysical contact such as touching, pinching, etc.o Unwelcome advances, propositions, invitationsordemandsorsexual favourso

Physical assaulto Jokes, comments, conduct orgestures, which, although not directed a, areoverheardorwitnessedbysomeonewhofindssuchbehaviouroffensive

Workplace Bullying

Bullying is a form ofharassment. Bullying meansrepeated, unreasonablebehaviourdirected towards a

personorgroupofpersons at a workplace, which creates a poisonedworkenvironment.

y Unreasonable behaviour isbehaviour that isoffensive, humiliating, intimidating, degradingorthreatening.It includes, but isnot limited to:

o Initiationprankso Excludingorisolatingemployeeso Giving a person the majorityofan unpleasant ormeaningless tasko Humiliation through sarcasm, orbelittlingsomeonesopinionso Constant criticism orinsultso Spreading misinformationormaliciousrumourso Deliberatelychangingworkrosters toinconveniencecertainemployeeso Deliberately withholding information or resources, that are vital for effective work

performance

o Manipulating theimpressionofothers tosplit theworkgroupinto takingsides


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o Displayingwrittenorpictorial material which maydegradeoroffendcertainemployees

Poisoned Environment

A poisonedenvironment is a form ofdiscrimination. It maybecreatedbycommentsoractionsofanyperson regardless or her/hisposition or status. These offensive comments or actions spoil the work

environment. Thepoisoned environment forms an unequal term or condition of employment, and istherefore a violationoftheright tobefreefrom discrimination.

Discussionsbetween anemployee and a supervisorrelating toperformanceissues;disciplinary matters;

workassignments;orotherwork-relateditemsdonot constitute harassment.

Policy Objective

Mobeys iscommitted toproviding a workenvironment that is freeof harassment, discrimination, andanyotheractions that areinviolationofHuman Rights.Mobeysiscommitted to treating all current andpotential employees and customers fairly and to maintaining a work environment that supports the

productivity, personal goals, dignity andself-respect ofall employees.

Mobeyswill not tolerate anybehaviour that conflictswith thespirit or intent of theprovincial HumanRights Code.

Guidelines

1. This policy extends to all employment-related activities including hiring decisions, jobassignments, transfers, promotions, training, discipline, terminations, compensation andbenefitsand anyotherterms, condition, privilegesofemployment.

2. Mobeys will make every reasonable effort to accommodate the needs of employees that arerelated to the prohibited grounds of discrimination in the application of all policies andprocedures.

3. All concerns about discrimination, including harassment will bedealt with confidentially, to theextent that confidentiality canbe maintained. An employees identity or the circumstances

surrounding the concern will not be disclosed unless disclosure is necessary is necessary forconducting aninvestigationorfortakingdisciplinary action.

4. Every manager has a responsibility to maintain theworkplace freeof any form of harassment,including sexual harassment, for employees. If a manager is aware that alleged harassment isoccurringorhasoccurred, he/she must notify Human Resources. At no times, should a managerconduct aninvestigationormake thedecisionifthesituationswarrants andinvestigationwithout

involving Human Resources.

5. Employees also have theright tobefreefrom harassment ordiscriminationinexternal dealerorcustomer relationships as part of their employment with Mobeys. No matter where such

behaviour occurs (workplace, customerpremises, work-related social gatherings, conferences,

etc.). Ifit negativelyimpactsonemployeerelationships, it mayconstitute harassment.

6. Mobeys intention is toeliminate anyform ofdiscrimination and harassment, to investigate allcomplaints and to take immediate and appropriate disciplinary action. IF discrimination andharassment isdeemed to haveoccurred.


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7. Mobeysstrictlyprohibitsretaliation against anemployeewho has lodged a complaint orassistedin any mannerin aninvestigationconcerns allegationsofdiscriminationorharassment.

8. Human Resourcesisresponsible toconduct a fairinvestigation todeterminewhetherharassmentor discrimination did occur and to determine appropriate and satisfactory resolution to theinvestigation. Theemployeewho hasbrought thecomplaint forwardwill beprovided a written

summarywith respect to theconclusionoftheinvestigation.

9.If an employee is found to havebehaved in an inappropriate manner, Human Resources andSenior Management will determine a satisfactory resolution, which may include, but is not

limited to counselling, education, job transfer, verbal or written warning, suspension and/or

dismissal.

10.Any individual or group of individuals who deliberately make false accusations regardingharassment or discrimination against another employee will be dealt with in a disciplinarymanner.

Procedures and Responsibilities

1. If anyEmployee believes that they havebeen a victim of discrimination or harassment on aprohibitedground:

a. Iftheemployeeis able, he/sheshould tell thepersonwhoisresponsiblefor thebehaviourthat isconsidered tobeoffensive tostop. Ifit isdifficult orinappropriate to approach the

personresponsiblefor that persondoesnot stop thebehaviour, then theemployeeshouldfollow thesecondstep.

b. The employee should notify his/her immediate manager, the managers manager orHuman Resourcesdirectly.

c. Keeprecordofanyincidents andforward theinformation to Humanresources.

d. All employees have anobligation toreport incidentspromptly, inorder toensureprompt

attention to the matter.

2. If an Employee is witness or is aware of a potential harassment or discrimination situationinvolvingothers:

a. Providesupport to thevictim

b. With theconsent of thevictim, approach the harasser and let him or herknow that thebehaviourisinappropriate.

c. Contact Human Resourcesdirectly.

3. Managers areresponsible and accountableforcreating and maintaining a workenvironment thatisfreefrom harassment.

a. Managers areresponsible to addresspotential problemsbefore theybecomesubject ofacomplaint. He/she must be aware, alert and a good listenerforemployees. If he/she isawareofinappropriatebehaviour, he/sheisresponsible to take action.

b. If a manager receives a complaint, he/she must treat it seriously, sensitively andwithconfidentiality. Obtain as much information as possible, document what ahs been

communicatedorobserved, thenimmediatelycontact Human Resourcesforguidance.


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4. Human Resources will treat everycomplaint orallegation asserious.

a. Dependent on the matter, Human Resources will determine if a full investigation isrequired.

b. The investigation of a complaint will include interviewing the complainant and thealleged harasserand anywitnesses. Theidentityofthecomplainant and thenatureofthecomplaint will bekept confidential to theextent that ispractical.

c. All parties involved are required to cooperate with Human Resources, during theinvestigationbyprovidinginformation and maintainingstrict confidentiality.

d. Aftera fairandimpartial investigation, ifit isdeemed that harassment ordiscriminationdidoccur, Human Resourceswill determine an appropriateresolution to theissuesraisedby thedepartment.

e. Human Resources will conduct a periodic follow-up to ensure that the issues remainresolved.

Disciplinary Action

If the investigationconcludes that harassment ordiscriminationdidoccur, basedon theseverityof the

incident, may includecounselling, education, job transfer, verbal orwrittenwarning, suspension, up toandincludingimmediatedismissal.


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Issues, Assumptions & Recommendations





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Organizational Issues

The maincausesofhigh turnoverinclude a lackofspecialist skills, poorquality applicants andpayinflexibility, we havefoundinourresearch oftheorganization that all ofthefollowing have alsocontributed to the high turnoverrate they havebeenexperiencing;

y Confusion amongst potential candidatesdue to the lackofHuman Resourceprofessionals

managing theinternal hiringprocess

y Currentlydonot have a properrecruitment & retentionpolicy

y Noformal traininginplace

y Lackofcompetitivewages andset payscales

y Norecognitionorrewardprogram inplaceinorder to helpretainvaluedemployees

y Noformal/standard hiringprocessinplace, i.e.referencechecks, jobdescriptions, interview

process

y High turnoveramongpart-timeemployees lackofbenefits aspart ofthe total compensation

package

y Theydonot havesufficient marketing toolsforhiringe.g.: Website, Advertising

y Employees areworking a lot ofovertimeinorder tocompensateforthe lackofemployees

y There hasbeen ansteadyincreasein thebenefitspremium


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Assumptions

Duringourinvestigationswe havediscovered that thereis a real possibility that Mobeysisfacing apotential bankruptcydue to thepressurebeingplacedon them from theirindustrycompetitors. Shouldthisbecome a reality, Mobeyswouldbeforced to layoffall existingemployeesincluding long term full-timestaffwhowould thenneed tobegivenseverancepackages. Thiswouldbe a huge liabilityfor theorganization. We have made thefollowing assumptionsbasedonourresearch;

y Applicants arebeingrecommendedbyexistingemployees

y Newemployees areoftenbeingplacedinpositionswith littleorno trainingcausingfrustration.

y There havebeen a high numberofWSIBclaimsdue to the absenceofa Health & SafetyCommitteein theorganization

y The lackofa websiteis makingit difficult to attract newgraduateswhodo the majorityoftheirjob huntingvia theinternet

y Employees areexperiencing burnout and stress due to all oftheovertimebeingworked

y Moreemployees arefillingprescriptionsforanxiety, sleepdeprivation anddepressiondue to alackofwork/ lifebalance

y Without anestablishedpayscaleforeach department andposition, wages are handedoutaccording to moodofthe hiring managertheyrange all over theboardwith someemployeesbeingoverpaid andsome underpaid.


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Recommendations

Basedon thecurrent hiringprocess, oneofourrecommendationswouldbe to apply the RealisticJobPreview approach.It is a proceduredesigned toreduce turnoverandincreasesatisfaction among

newcomers to anorganizationbyproviding jobcandidateswith accurateinformation about the job andtheorganization. These aresomeoftheoutcomesyou shouldexpect tosee;

y The jobcandidateswill develop a realisticperceptionofwhat it is like toworkin theorganization

y Theywill view theorganizationin a morecredible light

y When they accept the joboffer, theywillbe moresatisfiedwith theirjob andcommitted to theorganization.

y Thiswill alsogive thecandidate an accuratepreviewof the jobbefore theofferis accepted

y Allowscandidates time toremove themselvesfrom the applicant pool saving theorganization thecost ofhiring and training

y Reduces high turnoverandcreatesimprovementsin jobsatisfaction.2ii

We are alsorecommending thefollowingstrategies toincrease theorganizations applicant pool and helptoretainitscurrent employees. Thiswill alsocompliment the RealisticJob Preview approach.

y Hire an HRManagerwhowill bringforward thenecessaryKSAOs toimplement a standardizedhiringprocess

y Thecreationofa payscaleinorder toremaincompetitivein thefoodretailerindustry

y Implement a structuredinterviewprocess to avoidirrelevant and/orvaguequestions and tofindout as much about the applicant aspossible and hisorherpotential on the job andprovideaccuracy, fairness and legality

y Aspart ofthe hiringprocessinclude a Managers Checklist inorder toensure that allprocessesarecompleted and the appropriateinformationiscommunicated to the applicant

y Each hiring managermust complete a Telephone Reference Checklist forallpotential hires toensure that thebest possiblecandidateisselected and upon hiringwillbestoredin their

personnel file

y Create a comprehensive training tools and manualsforall newstaffincluding a handsonapproach

y

Ensure that all current jobpostings are advertisedboth internally andexternallyinordertoeliminate personal favours and/orbias

y Align theorganizationsincentivestructurewith thecurrent market. Thiswillboost employeemorale and assist in theretentionofvaluedemployees

y Offera benefitspackage to all employees, includingpart-timestaffuponcompletionofprobationaryperiod


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y Creationofa Social Committeeinorder toboost employee morale

y Collaboratewith local organizations toofferemployeediscounts andperksi.e.;

yOffer travel discountswith majortraveling agenciesyDiscountedshoppingprogramsyDiscounted tickets to themeparks, movie theatres, theatrechains andeventsyCarrental discountsyHome and autoinsurancediscountsyDiscount gym memberships

y Within theMobeysorganizationoffer thefollowing asincentives;

yGrocery/monetaryrewardsyEmployeeofthe month recognition awardsyOfferEmployee Assistance Programs toboth Full Time and Part TimeemployeesyTuitionreimbursement programyComprehensive training anddevelopment program/cross trainingopportunitiesyIndividual/team goal awardsy

Flexible hoursyStructured Employee Referral ProgramyChristmas Partyforemployees andfamily


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Job Descriptions





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Cashier

DEPARTMENT/LOCATION: Front EndOperations

REPORTS TO: Front EndSupervisor

POSITION RESPONSIBILITIES:

y Provideoutstandingcustomerservice and thankthecustomerforshopping at Mobeys.y Ensureregisters arewell stockedwith up-to-datesupplies and maintain a clean, organized, and

saferegisterarea.

y Verify theregistertill at opening, signvoidsheet, and till log aswell asfollow all closingprocedures.

y Follow allproceduresforcash, cheque, charge, andsplit payment sales.y Scan merchandise andoperatecash register.y Utilizeitem checks to make the Assistant Managerand the Department Supervisor awareofany

pricingproblems.

y Communicatewith thesupervisorconcerning anyproblemsordifficult transactions.y Ensureregisters arenot left unattendedwithout loggingofftheregister, turningofftheregister

light, andsecuring theregisterlane.y Maintain a safe andcleanworkingenvironment.

Sales Associate

REPORTS TO: DEPARTMENT SUPERVISOR


y Provideoutstandingcustomerservicein a friendly, courteous mannery Workflexible hoursincludingdays, evenings, andweekendsy MerchandiseStore asperMobeysstandardsy Providesoutstandingcustomerservicefrom initial greeting to thefinal saley Assessescustomerneeds andprovideexpert advice about availableproductsy Demonstratesfeatures andbenefitsofanyproduct, which maycomplement thesaley Merchandises and maintains the assigned area toitsbest imagei.e.displays, presentations,

labels, signage, andorderingneeds

y Participatesinensuring maintenanceofdepartment facing, stocking andsigningy Completesprovidedpaperworkonpricechangesy Followfoodsafety, health andworkplacesafetystandards

y Ensurequality andfreshnessofproducts at all times


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Department Supervisor

REPORTS TO:STORE MANAGER


y Ensure all paperworkandprocedures arecompleted according toMobeysStandardOperatingProcedures.

y Demonstrate andexemplify high qualitycustomerservice using PK(Product Knowledge) andinterpersonal skills.

y Workandcommunicatewith vendors, merchants, Assistant StoreManagers, andStoreManagers.y Communicate, delegate andfollow upondaily tasks.y Motivate tocreate high levelperformance.y Assistsinscreening andinterviewingpotential applicants.y Write andconduct performancereviews/appraisals.y Assist inperformancecounseling.y Holdregulardepartment meetings.

y Ensure all required trainingisprovidedonMobeyspolicies, procedures, reports, andculture.y Recognize andrewardgoodperformance.y Teach and trainon how toreduceshrink.

y Developfuture leaders.

Pharmacist



y Responsibleforensuringcompliance to all legal andprovincial pharmaceutical requirement aswell ascompanyoperating andcompanypolicy

y Continuousprofessional development toremaincurrent on latest advancesinpharmacyindustryy Responsibility toestablish and maintaineffectivecommunication anddirectionwith pharmacy

technicians, Assistant ManagerandStoreManageron a dailybasis

y Establish and maintainregularpatient consultationon allprescriptionsfilledy Knowledge and maintenanceofall company marketingprograms andstrategies andsupport of

pharmacybusinessplans andobjectives

y Write andconduct performancereviews/appraisals.y Communicate, delegate andfollow upondaily tasks.y Teach and train allpharmacy technicians.y Developfuture leaders.y Ensure all required trainingisprovidedonMobeyspolicies, procedures, reports, andculture.y Target specificdrugs and therapeuticclassificationsforreview, monitoring, reporting, and

follow-up

y Conduct research & analyses, asrequestedbycustomers.


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Store Manager

REPORTS TO: REGIONAL MANAGER


y All areasconcerning thedailyoperationsofthestorey Directing and leading a team of50+ associates, supervisorsy Protect company assets through the applicationoflossprevention andshrinkawarenesspracticesy Talent acquisition anddevelopmenty Maintainingvisual standards andbuilding theMobeysbrand.y Write, review andconduct performance appraisals.y Holdregulardepartment meetings.y Demonstrate andexemplify high qualitycustomerservice.y Assist inperformancecounseling.

y Recognize andrewardgoodperformance.y Workandcommunicatewith vendors, merchants, Assistant StoreManagers, Supervisors and all

store Associates.

y Motivate tocreate high levelperformance.y Communicate, delegate andfollow upondaily tasks.y Partnerwith Human Resources toensureemployeedevelopment through recruitment, selection,

training andretentionstrategies.

y Process and analyzefinancial data with accuracy anddetaily Achieve targets andobjectiveswhile meetingcompanystandardsy Develop andcultivateconstructive andeffectiverelationships at all levelsoftheorganizationy Operatewithinestablishedcompanypolicies, procedures andvalues andwithinvarious

provincial andfederal legislativerequirements

y Overcomeperformanceobstacles and adapt positively tochangey Maximizesindividual and team potential ofdirect reportsbyestablishingclearperformance

expectations andstandards, providingconstructivefeedback, coaching, and training. Takes

correctivedisciplinary action asrequired.

y Providesinput into thedevelopment ofthe annual operationsbudget. Coordinatesstorewageexpenseby allocatingwagedollars todepartments and approvingrequestsforadditional staff.Trackswageexpensefor thestorebydepartment andworkswith Assistant Managerand

Supervisors toensurewageexpenses arekept in linewithbudget targets.

y Ensures that departmentsfunction as a collectivewhole. Communicateschanges tooperatingpolicies, identifiespotential problems that these maycausewithinotherdepartments, makesrequiredchanges, andplansimplementation.

y

Maintainintegrity to theinventory management system, monitorsinventory adjustmentprocedureswith respect tocash andsales, identifiesproblem areas, takes and/orrecommendscorrective action.

y Resolvescustomerproblemsbyinvestigating and takingcorrective action. Recommendschanges tosystems & procedures tofacilitatecustomerservice andeffectivestoreoperations.

y Ensuresworkisconductedincompliancewith health andsafetypolicy and legislation. Routinelyinspectsworkplace andworkhabitswith a focusonimprovingsafetystandards andprocedures.

y Investigateprocessbreakdowns and assist in theroot cause analysis.

y Assists Human ResourcesManagerwith interviews and makesrecommendationsforhire.


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Assistant Manager



y Communicateeffectivelywith employeesin a grouporon anindividual basis, passinformationaccurately, communicatesinboth oral andwrittenform.

y Serve as a co-ordinatingresourceforManagement in thedailyoperation andfunctionsoftheproductionprocess under thedirectionoftheStoreManager.

y Manage, initiate, control anddirect the activitiesofsupervisors andequipment in theproduction areas.

y Responsibleforeffectiveemployeerelationsincluding handlingemployeecomplaints, obtaining

help andguidanceforemployee'swith majorproblemsfrom Human ResourcesManager.y Monitor, control andfollow upon training activitiesforstaffandcommunicatesneeds to

StoreManager

y Works and ensures that all employee work in the manner and with the protective devices,measures andproceduresrequiredby theOccupational Health & Safety Act and Regulations andthosewithin Company Policy.

y Facilitatesupervisors meetings.y Assistswith monthlystore meetings.y Maintainingvisual standards andbuilding theMobeysbrand.y Assistsindirecting and leading a team of50+ associates, supervisors.y Ensure all paperworkandprocedures arecompleted according toMobeysStandardOperating

Procedures.

y Process and analyzefinancial data with accuracy anddetaily Achieve targets andobjectiveswhile meetingcompanystandards

iii


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Structured Interview Process, Reference

Checklist & Managers Hiring Checklist





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Structured Interview Guide

InterviewerName: ______________________

Candidate: ______________________

MMoobbeeyssgivesyou more


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Date: ______________________


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WORKEXPERIENCE

Please tell me about the aspectsofyourbackground, interests, training, orworkexperiences thatyou feel best qualifyyou forthis job?

1. Tell me about yourknowledge andexperiencein the FoodIndustry?2. Tell me about yourknowledge andexperiencein Retail?

3. Tell me about yourknowledge andexperiencein CustomerService?4. Whydoyou want toworkforMobeys?5. Howqualifieddoyou feel tobe a Mobeys Associate?

5 4 3 2 1

Highly Favourable Favourable Acceptable Unfavourable Highly

Unfavourable

Applicant indicatesextensiveexperiencein thefoodindustry,retail and

customerservice;iseagerforthechanceToworkwith customers,learn andShareknowledge;Applicantisconfident that theyarequalified

Applicant hassomeexperienceIn thefoodindustry, retail or

CustomerserviceApplicant wantsthechance toworkwith peopleTo learn, toshareKnowledgeor tosell; Applicantfeelsconfident thatthey arequalifiedorcan learn the jobquickly

HasnoexperienceIn thefoodindustryRetail orcustomerService;says he/sheIs mainlyinterestedIn thepositionBecauseofpayorPerksofthe job;Indicates littleinterest inservingcustomers; Applicantdoesnot feelconfident that theycando theposition

Notes___________________________________________________________________________________________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________


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EMOTIONAL STABILITY

Imagine that a customerwhoisimpatient and angry approachesyourregister. Eventhough you havebeen askedbyyoursupervisortoclean thecash area, theydemandthat you help them right away. Tell me howyou woulddeal with thiscustomer.

1. Howwouldyou handle thissituation?2. Howwouldyou feel about thissituation?3. What wouldyourgoal bein thissituation?

5 4 3 2 1

Highly

Favourable

Favourable Acceptable Unfavourable Highly

Unfavourable

Mentionsbenefitsofbeingpositiveandcustomerfocused,evenindifficultcircumstances; Realizes

Theimportanceofremainingclam. Has agoal ofturning thesituation around andmaking thecustomerhappy; Enjoys theopportunity to makethingsright forthecustomer.Iswilling togotheextra mile.Is awareoftheimportanceof

listening to and understandthecustomersperspective

Intends toPersonally helpThecustomer.Wouldremaincalm;wouldwant

tosatisfy thecustomer;wouldnot enjoy havingtoworkwith anangrycustomer;doesnot mentiontheimportanceoflistening to thecustomerandunderstandingwhyhe/sheis angry

Wouldbe upsetflusteredorbotheredby thissituation. Plans tocompletecleaning

first orhavesomeoneelse helpcustomer. Wouldnot know how tosatisfy thecustomer. Wouldinvolve a supervisorDoesnot indicate anunderstandingofhow to turn thesituation around


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WILLINGNESS TO COMPLY

You areworkingon a report that yourheadcashierhas askedyou tocompletewhen

anotherassociate approachesyou and asksforhelpcompleting a taskthat they havebeenassignedby thesupervisor.Ifyou help them, you maynot be able tocomplete thereportbeforeyourshift ends.

1. What wouldyou do?2. Whywouldyou doit?

5 4 3 2 1

Highly Favourable Favourable Acceptable Unfavourable Highly Unfavourable

Wouldimmediatelyhelp theco-worker

without reservations.understand theimportanceofteamworkand thattheco-workercouldhelpyou with a taskIn thefuture

Wouldseek tounderstand how

important therequest is. Wouldeitherhelporsuggest someoneelsewhocould helpdependingon thepriorityoftherequest.Understands thatteamworkisimportant but

feelsconflictedby theneed todohisorherownworkToo.

Simplyrefuses theteam member.

Wouldonlybeconcerned aboutgetting hisorherownworkaccomplished.HasnoempathyforThe team member.


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RELIABLITY

In thisposition, you will oftenneed to juggle multipleresponsibilities anddemandsforyourtime and attention. Describe a situationwhenyou have to manage multipleprojects,tasks and/ortimedemands.

1.Howexactlydidyou manage theconflictingresponsibilities anddemandsonyourtime?

2.What was theoutcomeofthesituation?

5 4 3 2 1


Effectively prioritizedtasks tobecompleted;demonstratedexceptional planninganorganizationalskills;developedhighlysuccessful

strategyforcompleting tasks asplanned;said theyenjoyvariety/donotbecomestressedbyworking at a fast pace.

Has hadfewopportunities tojuggle multipletasksordemands;met all deadlinesandfulfilled all

responsibilities.

Demonstrated littleornoplanning andorganizationskills;noprioritization oftasks/demands;said that theycanonlydoone thing at a time;gotextremely upset

when thingsdonot go asplanned; misseddeadlines andfailedinresponsibilities.

Notes_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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ACTIVE SOCIABILITY

Describe a timewhenyou werenew to a team ora workgroup. Howdidyou feel about beingnew to the team orgroupwork.

1. What didyou do tobecome a vital memberofa team?2. How longdidit takeyou tofeel like a memberofthe team?3. Howdoyou thinkyour team memberswoulddescribeyou after

theygot toknowyou?

5 4 3 2 1


Quickly adjusted tothe team andfit inwell. Proactivelyestablishedthemselvesin theteam. Team

memberswoulddescribe applicantasoutgoing,enthusiastic andfriendly. Enjoyednewpeople andworkingwith anew team.

Eventuallyfit inwell with theteam. Teammemberswoulddescribe asshyorreversed. Did

not have aproblem withbeingnew. Wasnot immediatelyactiveinconnectingwith the team.

Didnot adjust wellto the team. Didnot fit inwith theteam. Teammemberswouldnot be able to

describe applicant,orwoulddescribeapplicant asshy,reservedorunfriendly. Wascompletelypassiveinbecoming a teammember

Notes_________________________________________________________________________________

_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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QUALITY OF JUDGMENT

Imagineyourselfin thefollowingsituation:You havenocustomersinyour line and acustomerasksyou to help them find a fooditem. As theystart askingyou questionsregardingthefooditem theywould like topurchase, anothercustomer, whoseemsimpatient andnotwilling towait forhelp, approaches theregister.

1. Howwouldyou handle thissituation?2. What wouldyou do?

5 4 3 2 1


Maintains attentionon meetingcustomersneeds;maintainscomposure andacknowledges thesecondcustomer;

communicates arealistic timeframeforservingthesecondcustomer;works torespond tosecondcustomerbyprioritizing andseekingassistancefrom a fellow associate

Works topartiallysatisfyboth customersat thesame time;communicatesempathy and

understandingofthesituationfrom thecustomersperspective

Ignores thefirstcustomerandrespondsto theotherrequest; abruptly tellsthefirst customertopleasewait fora

moment; losescomposure and actsflusteredorirritated.

Notes___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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SALES INTEREST

Take me through what you wouldconsiderthestepsofa successful transaction?Bespecific (that is, describeeverything that you woulddo, from when thecustomerbegins towait in line, towhen they leave thestore).

1. How much selling haveyou beeninvolvedinpreviously?2. Howdoyou feel about salespeople andselling?

5 4 3 2 1


Describes all fourstepsofcustomerservice approachtosales:Greet theCustomerwith asmile and a positive

attitude(make agoodfirstimpression);BuildRapport(listen,Understandneeds);

Help the customer(beknowledgeableandinformative)Thank the customer

(completelysatisfyand thank the thank

thecustomer, askforrepeat business).HasbeeninvolvedInretail, enjoysselling and has apositiveopinionofsalespeople.

Applicant notesthreeofthefourmajorcustomerservice approachsteps mentionedinthefavourable

column. Haslimitedexperiencewith sales. Has apositiveopinionofsellingorofsalespeople

Applicant notes twoorlessofthefourmajorcustomerservice approachstepsin the highlyfavourablecolumn.

hasnoexperienceinsales and has anegativeviewofsalesandsalespeople.

Notes

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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TENACITY

Imagineyourselfin thefollowingsituation:It is anextremelybusySaturday afternoon.Yourline-upbegins toget backed up, and all oftheregisters aroundyou also have2-3customerswaiting toringout. All ofa suddenyou heara outburst at theendofthe lineas the last customergets annoyed and tries topush theirway through the line to leave thestore, and theirpurchasebehind.

1. Howwouldyou handle thissituation?2. What wouldyou do?

5 4 3 2 1


Showspersistenceinpointingoutbenefitsofretainingthecustomerengaged. Tells the

customerthat theycan take theirpurchase to anothercash area.Noticeschance tocallbackupresources. Givesorasksforcontactinfo andplans tofollow up.Understandscustomertime

constraints andwouldnot be toopushy

AskscustomerifTheywant to makeThepurchase todayOriftheywouldMindwaiting, but is

Not persistent aboutTrying toretain theCustomer. DoesnotAttempt toensureThat contactInformationisgivenOrreceived.NoPlansforfollow upWith back-upResources. DoesnotUnderstand

Customers timeConstraints andDescribesThreateningorExcessivelypushyActions.

Allowscustomerto leavewithouttrying to makesale;completely misses theopportunity toretain

thecustomer. Doesnot showconcernabout missing asaleorhave anyplansforensuringfollow upwith back-upresources.

Notes__________________________________________________________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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LEARNING ORIENTATION

Tell me about a timewhenyou saw theopportunityorneed todevelop a newskill that would helpmoreeffectiveinyour joborinpreparingfora job? What wouldyou do?

1. What promptedyou to learn thisnewskill?2. How useful did thisskill turnout tobeforyou?

5 4 3 2 1

Highly Favourable Favourable Acceptable Unfavourable Highly

Unfavourable

Gavespecificexampleshowedenthusiasmtoward learningnewskill;recognized anopportunity todevelopselfandwasproactiveingetting theexperience;

eagerto learn andstayabreast ofcurrentknowledge and techniquesinfield; madeconnectionbetween acquiringnewskill andperformingbetterin the job

Gaveexample;waswilling todevelop a skillifsuggestedbysomeoneelse;receptive toopportunities to

develop a skillbut onlywhentherewas animmediateneedsuch as just-in-time learning

Didnot recognizeneed todevelopnewskills; madelittleornoeffort to acquirenewskills;wasforced to attend a

courseortraining

NO

TES____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

reference

iv


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Interview Summary

ApplicantsName:_________________________________________InterviewersName:________________________________________DateofInterview: _________________________________________

Competency Score

(1=highly unfavourable;5=highlyfavourable)

WorkExperienceEmotional StabilityWillingness to Comply

ReliabilityActiveSociabilityQualityofJudgmentSalesInterestTenacity

LearningOrientationTOTAL:

AVERAGE:(Total dividedby 9)


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Telephone Reference Check

Applicants Name: Person Contacted:

Title: Phone:

Company Contacted: Date:

Introduce yourself and inform the reference contact that ______________________has applied for a position with Mobeys. Do you have a few

minutes to talk to me about_______________________? Any information you provide will be kept in strict confidence.

_____________stated that she/he worked for you from______ to _______as a __________. Is thatcorrect?

What were the job duties and responsibilities of the position?

How would you describe her/his work performance? (Consider asking about quality, quantity,initiative, work ethics, the ability to work with very little direction and in a fast paced environment,etc.).

What strengths doesshe/he have that would enablesuccess in the position we are consideringher/him for?

Are there any areas of improvement she/he could focus on to become more effective at work,something perhaps we might be able to help her/him with should she/he become an employee.

Tell me about her/his ability to get along with others.

Why did she/he leave?

Would you rehire her/him?

Any additional comments, which you feel,might be helpful to us inmaking our decision?


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Referencescompletedby: _______________________ Date ___________

Planning For New Hire Managers Checklist

Employee:

Start Date:

Prior to Hiring (Candidate selected)

Activity DateCompleted

Check References

Provide HR Manager with copy of Resume, Reference Checks anddetails of Employee Offer Letter. (HR Managershould be the onlyone typing up Offer letters)

Provide potential hire with Offer LetterProvide HR Manager with acceptance of offer letter (forward email orcopy of signed offer letter)

Prior to Arrival

Activity DateCompleted

Ensure available to greet new employee on first day

Arrange time to meet with HR Admin to go over new employeeinformation.

Select a buddy and discuss their availability to provide guidancenew employee

Arrange trainer and training schedule

Computer/laptop/Email Set up

Phone number connected and Internal Phone Directory Updated

Time-card / Pass card

Request employee bring the following on the first day:

Social Insurance Number Void Cheque Emergency contact information (name, phone numbers) Signed offer letter (if not already returned)


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Orientation Manager Checklist

The First Two Weeks - Day 1

Activity D

IntroductionsWhat is the layout of the building? (washrooms/staff lounge)

Where is my workstation?

Who are my colleagues on my work team? Department?

Who are the key members of other teams Ill need to interactwith?

General Department Information

What are the services our department offers?

What is the department layout/structure?

Who does what in the department/team?

Where do I find telephone numbers for staff/employees?

Working at Mobeys

What are the business working hours?

When is it appropriate to leave for break or lunch?

What is the company dress code expectation?

Support

Who do I call for systems support?

Who do I call for Human Resources questions?

Getting Started

What are the systems Ill need to access for my work?

Will there be systems related training?


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What information is available on the company intranet

The First Two Weeks Days 2 to 14

Activity D

Process/Systems

What are the key department/team processes?

What is the specific work process?

Job Expectations

What are the performance expectations of the job?

When is performance reviewed?

What on-going support and training will I get?

Give employee copy of current Job description or job summary?

Performance

How will my performance be measured?

How long is the learning curve for my position?

What support is available for my development?

How does the performance review process work? My role?

Partners

Who are the other departments/teams that we work with themost?

What is our involvement with the team?

What are the lines of communication within theteam/department/organization?


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Describe any current issues/concerns with the other departments(as appropriate)

Activity D

The Business Unit

What is our mandate as a business unit?

What is our vision?

What are our values?

What are our major challenges?

Who are our customers and/or internal business partners?

What are our strategies?

What services do we offer?

How are we organized? (provide org chart)

What is our structure?

When are staffing meetings held?

Week 3

Activity D

Career Information

Who has information on careers?

How do job posting happen?

How do I apply to postings?

Refv


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Benefits





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Your benefits at a glance

Full-Time Hourly Employees

Health

Benefit Details

Feature Benefit Plan

Waiting Period y 90calendardays

Deductible Drugs, Medical Supplies & Services y No Deductible

Coverage Termination y At retirement orage 70, whicheverisearlier

Covered ExpensesAmount Reimbursed y 100% Hospital, Vision Care, Medical Supplies & Services

y 80% Drugs

Hospital y Semi-Private Room

Prescription Drugs y Dispensingfee maximum - $7.00

y Pay Direct Drug Card

y Unlimitedexcept for:

- Smokingcessationdrug - $300 lifetime maximum- Fertilitydrugs - $15,000 lifetime maximum

Vision Care y Eyeexams, oncepercalendaryear

y Prescription Glasses / Contacts - $300per2calendaryears

y Visual Training $200perlifetime

Out-of-province/Canada Medical Emergency y Lifetime maximum of$1,000,000

y ManuAssist - Included

Medical Supplies and ServicesHearing Aids y $500per5calendaryears

Orthopedic Appliances y 2pairspercalendaryear(reasonable & customary)

OrthopedicShoes y 1 pairpercalendaryear(reasonable & customary)

Paramedical Services

Osteopath, Podiatrist, Chiropractor,Naturopath, Massage Therapist,Physiotherapist, Speech Therapist, Psychologist

y Osteopath, Podiatrist, Chiropractor, Naturopath andMassage Therapist - $500percalendaryearcombined

y Physiotherapist, Speech Therapist - $500percalendaryear, each

y Psychologist $300 per calendar year

DentalBenefit Details


Waiting Period y 90calendardaysDeductible y No DeductibleCoverage Termination y At retirement orage 70, whicheverisearlierDental Fee Guide y Current GuideforGeneral Practitionersbasedonprovinceservices arerendered

Covered ExpensesB

asic and PreventativeServicesy

100% to a maximum of$2,000percalendaryearcombinedwith MajorDentures andMajorRestorativeServices y 50% to a maximum of$2,000percalendaryearcombinedwith Preventative andBasic

Orthodontics (Children under19) y 50% to a lifetime maximum of$1,500


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Short Term Disability (STD) Benefit Details Benefit Plan

Cost Sharing y 100% EmployerPaid

Coverage y Replaces 66.7%ofweeklyearnings

Qualifying Period y 7 calendardays

Maximum Benefit Period y 16 weeks

Waitingperiod y 90calendardays

Taxable to the Employee y Yes

Definitionofdisability y Employeeis unable tocompleteownoccupationdue toillnessornot workrelatedinjury

Coverage Termination y Age 70orretirement, whicheverisearlier

Long Term Disability (LTD)Benefit Details Benefit Plan

Cost Sharing y 100% Employee Paid

Coverage y Option 1: Replaces50%ofmonthlyearnings

y Option 2: Replaces 66.7%offirst $2,500;50%ofthenext $3,000 and 40%ofthebalance

* Option 2 requires Manulifes approval based on the submission of the completed Evidenceof Insurability form

Maxim

um

Benefit

y

$10,000Qualifying Period y 17 weeks

Taxable to the Employee y No

Definition of disability y Employeeis unable tocompleteownoccupationfor2yearsfollowedby theinabilitytocomplete anyotherjob thereafter

Maximum Benefit Period y To age 65Coverage Termination y Age 65 less thequalifyingperiod, orretirement, whicheverisearlier

Other BenefitsBasic LifeInsurance y 1 times annual earnings, max of $1,000,000

Basic Accidental Death & Dismemberment y 1 times annual earnings, maxof$1,000,000

Basic Travel Accidental Death & Dismemberment y 1 times annual earnings, maxof$500,000

Tuition Assistance Program y 50% of tuition, registration fees and books for approved courses per calendar

year- 0 - 3 years of service = $3,000- 3+ years of service = $5,000

Retirement Retirement

y Deferred Profit Sharing Plan (DPSP) Mobeyscontribution

Annual earningsx (3%+discretionaryportion)

y RRSP personal contribution

Employee StockPurchase Plan y Personal contribution 15%stocksavings

Jury/Witness Duty y Employerpays thedifferencebetweenperdiem as a jurorandregularearningswhenemployee has jurydutyduringregularworkschedule.

Bereavement Leave y Up to5days, dependson therelationship

SickDays y 3 days after1 yearofservice

Vacationrate y 2weeks after1 year(4%)y 3 weeks after5years (6%)

y 4 weeks after10years (8%)VacationBonus Day y 1 VacationBonus Dayif5consecutivevacationdays are takenbetween

December15th andMarch 15th.

Float days y 2days after1 yearofservice


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Part-time Associate

Extended Health Care (Medical)

Benefit Details


Annual Deductible (not applicable to Drugs) y $25/single; $50/familyMedical Expenses Reimbursement y 50% afterdeductibleHospital y 50%semi-private;noperdiem limitPrescription Drugs y 50%drugs

y Dispensing Fee - paidby Employee

y Deductible nodeductibley Coverage - genericreimbursement, nocoverageforfertilitydrugs, anti-smokingdrug

and anti-obesitydrugs

Vision Care y NocoverageEye Exams y $50per2calendaryearsPrivate DutyNursing y $10,000percalendaryearParamedical Practitioners

(Chiropractor, Osteopath, Podiatrist, Naturopath,Physiotherapist, Psychologists andSpeech Therapist)

y $300percalendaryearcombined maximum

Coverage termination y At retirement orage 70, whicheverisearlier

Dental

Benefit DetailsFeature Benefit Plan

Deductible y $25/single; $50/family

Preventative andBasicServices y 50% after deductible to a maximum of $300 per calendar year

Dental Fee Guide y Current GuideforGeneral Practitionersbasedonprovinceservices arerendered

Coverage termination y At retirement orage 70, whicheverisearlier

Note: Eligibility for Part-time coverage is based on at least 20 hours per

week and at least 6-months of service.


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Structured Pay Scale





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Documents

Mobey's Final Report v2d